Total Just‐in‐Time
| Pages | 3-10 |
| Date | 01 February 1990 |
| Published date | 01 February 1990 |
| DOI | https://doi.org/10.1108/EUM0000000001422 |
| Author | Ian Millar |
| Subject Matter | Economics,Information & knowledge management,Management science & operations |
TOTAL JUST-IN-TIME 3
J
IT is a philosophy as well as a technique,
a process not a production
tool.
Its
successful use depends on forethought and
setting priorities.
Total Just-
in-Time
Ian Millar
Before one can establish priorities in planning a Just-in-
Time GIT) strategy, one must first understand Just-in-Time
and the elements which are likely to be crucial for success.
JIT is a philosophy to which basic and well tried
management models can be applied. It is a
process
not
a production control tool. It is a process capable of
continuous improvement.
JIT has been defined as:
Elimination of Waste.
Produce and deliver finished
goods JIT
to be sold, sub-assemblies
JIT assembled into finished
goods,
fabrication parts JIT to go into
sub-assemblies and purchased
materials JIT
to be transferred into
fabricated parts.
The
right
part at precisely the right time and in the right quantity
to go into assembly[l].
These, however, mask the real issue which
is
the process.
Preparation
Before introducing JIT an understanding of the subject is
required. This is achieved by mixing theory, through
reading and practice, and through sharing views and
experiences with colleagues and other
practitioners.
The
steps are:
(1) Read from as wide a selection of authors as
possible.
(2) Discuss and debate the subject with
colleagues,
busi-
ness acquaintances and competitors (it is important
to know what your competitors are doing)
[2].
(3) Visit practitioners — a picture tells a thousand
words.
(4) Define the elements appropriate to the business
requirements.
Successful implementation is dependent on integration
of
the technical systems (Manufacturing, Quality, Materials,
Supply) with the Human Resource system. Figure 1
illustrates the binding nature of the total strategy.
Integration is critical to successful implementation;
planning across functional boundaries is essential. If
implementation is attempted within functions, individual
programmes will be developed, but duplication of effort
and losing sight of the total plan (and strategy)
may
occur.
Manufacturing will attend to elements such as set-up
reduction, layout, work flows, balance and synchronisation;
whilst Quality will develop statistical process control,
failure mode and effect analysis, and quality audit; and
Supply will
implement supply and quality
agreements.
Total
effectiveness
will
be lost as the supplier-to-customer links
are broken along the chain from the external suppliers
through the Manufacturing and Assembly processes to
the external customer. The critical system of human
resource will also be neglected. Engineers do not pay
sufficient attention to "people" issues. Personnel who
support production will not have an effective input since
an engineer
will
not ask for
help.
If Production do not ask
for help and set out their requirements then Personnel
will not be able to support their customer, the quality of
output equals the quality of the input.
Benefits
The following benefits can be obtained:
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